Who is Paolo Gallo?
Chief Human Resources Officer for almost 20 years, Paolo has worked in 80 countries and he is currently an executive coach, a keynote speaker and an author, most importantly a dad and a husband and a Springsteen fan. He is the author of The Compass and The Radar.

1 min pitch for what you are doing now?
By being an executive coach, author and speaker I “continue” to help, share and offer my experience to organizations and individuals to make meaningful choices about careers and jobs.

What inspired you to write the book?

Quite simply: I wanted to help people in their careers. I have noticed that many people over the years have benefitted from my advice and coaching: so by writing a book I wanted to have a more structured approach to it.

You touch briefly on the future of work in your final chapter, but in some ways the whole book also implicitly raises the question that our current ways of working are quickly becoming outdated, and have already been rejected by some – i.e. digital nomads / remote workers. Question, what do you think of this way of working, and could it avoid some of the issues you raise in your book?

While we are at the beginning of the fourth industrial revolution, I believe we still use a mind-set about people and management that was developed during the first industrial revolution…take for example the dogma that work is performed at the office from 9 to 5 Monday to Friday. This is a complete nonsense as work is the activity of the mind; it is not the presence of the body. Secondly, trust in the digital world is developed very differently from physical world. In fact, I devote an entire chapter in my book to explore how to develop trust and who to trust. Third, the model of toxic & despotic Leadership still prevails with huge costs for people and their families. In China, alone more than 1 million people per year reportedly die due to overwork. This is a tragedy and needs to change.

How could/should large organizations embrace your insights to offer better working experiences?
We have to differentiate between organizations that do well (meaning, good financial returns to benefits mainly investors) vs. organizations that are good, meaning creating not only focused profit but also positive impact for all stakeholders starting from the people who works there. Management has to change as well: carrot and stick does not work anymore, knowledge workers need a sense of purpose not only a paycheck. I frequently say that we need to hire and develop missionaries not mercenaries. People are not “Human Resources: we need to have a more humane approach

What is next for you?
By end of 2019, my book will be available in 10 languages: it seems that the spirit and the content of my book resonate in many people minds and hearts, regardless of language. . So I will continue – like a true missionary- to (try to) create a positive impact on people life and organizations. This is what motivates me and this is my own purpose in my life, the book is only the tool I am using to achieve it.

How can we follow what you do?
I have a nice webpage www.paolgallo.net and several thousand followers on LinkedIn, so this is a good way to start. I also give speeches in organizations quite frequently, (was in Dublin last year for the CIPD conference) during last 2 years I have met more than 20,000 people. Is indeed a wonderful experience to re-connect with real people with real questions, their hopes and dreams. If at the end of the day I would have made a difference in one-person life, than – yes – writing The Compass and The Radar was worth the effort. Trust it makes sense and hope people will not only enjoy the reading but also get some practical advice for their careers in the years to come. We all need a Compass and Radar, don’t we?

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